Title: Laissez-faire Leadership Style and Employee Performance at Civil Service Commission in Hargeisa, Somaliland.
Authors: Shafie Ali Salad
Volume: 10
Issue: 5
Pages: 101-105
Publication Date: 2026/05/28
Abstract:
This study examined the relationship between laissez-faire leadership style and employee performance at the Civil Service Commission in Hargeisa, Somaliland, guided by Lewin's Leadership Style Theory and Behavioural Leadership Theory. A quantitative research approach with a cross-sectional research design was employed. Data were collected from 92 employees using a structured questionnaire. Descriptive analysis, including frequencies, percentages, means, and standard deviations, was used. Inferential analysis, specifically Pearson correlation, was used. The results revealed a significant positive relationship between laissez-faire leadership and employee performance (r = 0.614, p = 0.001), suggesting that autonomy-supportive leadership enhances employee performance. The study concludes that laissez-faire leadership can be an effective approach in the Civil Service Commission, particularly when combined with structured support mechanisms such as regular performance reviews, mentoring, and clear accountability frameworks. The study recommends that the Commission should establish structured performance reviews and feedback mechanisms to provide consistent guidance while allowing employees autonomy in their work.